Embed Size (px)
Citation preview
TWI – Job Instructions Foundation of Standardized Work Marek Piatkowski February 2012
TWI – Job Instructions How to complete Job Breakdown Sheet Marek Piatkowski February 2012
Job Breakdown sheet Job Breakdown Sheet
Ref no.:
Date:
By:
Pre-Requisites:
#
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
KEY POINTS
REASONS
MAJOR STEPS
Department:
Process
Work Station :
Tools & Material:
Safety Equipment:
Job Breakdown sheet
Complete information about the Job – operation number, work station, parts and components used, tools, material, safety equipment, etc…
Major Steps
As it says – only major steps
Always start with a “verb”
Single short sentences
Key points
Safety and Quality
“Knacks and tricks” – knowledge based on experience
Reasons
Job Breakdown Sheet
Ref no.:
Date:
By:
Pre-Requisites:
#
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
KEY POINTS
REASONS
MAJOR STEPS
Department:
Process
Work Station :
Tools & Material:
Safety Equipment:
Job Breakdown sheet
Job Breakdown sheet does not have to cover every conceivable step, key point or motion
It is not a “Complete Instructions Manual” for the job that can be handed to the employees.
The purpose of the Job Breakdown sheet is to help the instructor organize the job in their mind and determine the best way to convey this knowledge to the employee.
Once written it is merely a note from “us to ourselves” – not to anyone else. They are organizing tools for the Trainer – not for handing over to the Learner.
Train-the-Trainer.
Critical
Major Steps
Definition: “Any logical segment of the operation that helps advance the job or adds value to the product”.
List all the steps of the job exactly as done by the present method. Be sure details include all material handling, machine work and work elements
Is “Obtain pin and pick up screw driver” a Major Step?
Is “Insert the pin into the designated hole” a Major step?
Major steps are not meant to be complete time motion studies.
Focus only on Operator movements
Key Points
For every Major Step list the important Key Points – safety and quality are always key points
You know that there are a few “key points” in every operation that , if observed and followed, prevent accidents, scrap, delays, and damage to tools and equipment
If these key things are done right, the whole operation is right. If any one of them is missed the operation is wrong
If you present the job with these key points made clear, the operator will really “get it”
He will do the operation right the first time. He won’t be “fighting” the work - making mistakes - getting hurt
Reasons
There is a difference between child education and adult education. Most of the adults while learning need to know the reason – WHY?
In creating Reasons to perform a job try to use special words used in talking about the work, the product, the tools, or doing the job:
Identify special precautions to insure required quality
List notes on waste prevention, either of tools or materials. Safety and health precautions necessary for the learner to know
Notes on the troublesome points where the learner must exercise his own judgment
Supplementary information such as how the product is used, and how his part ties into other operations.
Job Breakdown sheet
Job Breakdown sheets should be simple, common sense reminders of all that we must cover when teaching the job or capturing the work elements.
While it is important to be thorough, it is equally important to be simple and concise.
Example of Job Breakdown Sheet – Operating room Major Steps Keypoints Reasons for Key points
Prep the patient 1. Set out central line kit 2. Check lab reports
3. Lay patient on back
4. Place rolled up towel between patient’s shoulderblades
1. immediate access to materials 2. prevents potential adverse affects of
the procedure/check to see if
procedure could be potentially harmful
to the patient 3. makes access to vena cava easier
4. makes finding the clavicle easier
Apply anesthetic 1. Swab chest with antiseptic
2. Inject 5cc’s of lidocaine
1. prevents infection
2. keeps the patient from feeling excessive pain
Insert needle into vena
cava
1. Find clavicle
2. Puncture chest with right under the clavicle 3. Continue to push needle into the subclavian vein with a
steep angle
4. Pull back on the syringe
5. Pull syringe off, leaving the needle in place
1. makes locating the vena cava easier
2. finds subclavian vein 3. avoid puncturing the lungs
4. indicates if the needle is in the vena
cava or an artery. Maroon blood
indicates vena cava, red blood, artery. 5. helps to put the guidewire in place
Insert guidewire 1. Insert guidewire into the needle’s bore and into the vena cava
2. Do not force in
3. Do not let go
4. Do not let wire touch anything unsterile
1. serves as a placeholder for the dilator and the central line
2. prevents damaging the vena cava or
the heart
3. prevents loss of the wire inside the patient
4. prevents infection
Dilate the puncture point 1. Remove needle and replace it with a thick plastic 1. the plastic widens the vein opening
Put in the central line 1. Remove plastic, thread the line over the wire until it is all the way into the vena cava
2. Remove wire
3. Flush the line with heparin solution with a syringe 4. Suture the central line into the chest
1. inserts the central line into the vena cava 2. wire is no longer needed
3. removes fluids out of the central line
4. keeps the line in place
Job Breakdown Sheet
Workshop Theme:Lean Workshop
Workshop No. Team Date:
Page:
Of:
Parts: Tools:
Process:
No.
WHAT?Important StepsHas the job advanced?
WHY?
Reasons
(for the key points)
HOW?
Key PointsMake or break,
injure worker, easier to do
Training Aid
Job Analysis for Instruction Purpose
Qualified Instructor should be able to analyze each job prior to instructing or developing Standardized Work.
Experienced operators often overlook details of the job, which, because of his intimate knowledge, have become “second nature” to them.
They must look carefully at every detail of a job from the beginner’s viewpoint before attempting to teach it.
They must be able to recognize and pull out the key operating points or “tricks of the trade” which are most vital to the successful performance of each operation.
How to instruct Adults
Most of us just “jump right in” and start instructing or correcting an operator without much thought or planning.
Perhaps your Supervisors/Leaders do the same because:
They know the job so well they have forgotten the things that “stump” the learner
They know it so well that they do not plan how to instruct
They know it so well that they don’t pick out the key points—the knacks—the things that cause accidents, scrap, re-work, delays, and damage to tools and equipment.
To instruct an employee right takes just a little extra time at the moment, but it always saves hours and days of time later on, and prevents a large part of the scrap, spoiled work, and accidents
How to Instruct – 4 Step Method
When instructing, there are four Basic Steps to follow
1. Prepare the Learner
2. Present the Operation
3. Try out performance
4. Follow up
They really are no different than what your instructors do now. These steps help them do it well and thoroughly. At least they have helped thousands of others.
Job Instructions Starting Point of Standardized Work How to initiate Standardized Work Marek Piatkowski February 2012
Traditional Approach to Work Instructions
1. Engineering Creates Work Instructions using MTM, Time Studies or other methodologies …
2. Delivers Standard Work to Manufacturing to Implement
3. Difficult to Implement due to overwhelming factors –
• No deep understanding of Work Instructions
• Can not use as a problem solving
measure to eliminate waste from area
• Can not fully see Chaos situation on Line
• Often not updated when change is made
Standardized Work Approach
1. Supervisor / Team Leader engages Employees and Engineers to develop
Standardized Work
2. Team Leader implements Standardized Work on the shop floor
3. Team Leader uses STW to manage Production Area more efficiently
• Deep understanding of tasks associated with operators job
• Team Leader and Operators work together to
provide a safer/more efficient work environment.
• Can use Standardized Work to solve problems and eliminate waste
• Easily update Standard Work after change to floor
Establishing Standardized Work
Standardized Work should be determined at the actual worksite by a group of employees lead by a Supervisor
Standardized Work should not be determined by Engineering or other departments. Engineering must support and be a part of an Implementation Team.
The Implementation Team identifies work elements and the sequence of operation
If possible the Supervisor or Manager should perform the new sequence by himself – to demonstrate that it works
Operators use this information as a starting point to develop and improve Standardized Work.
STW Implementation Steps
1. Select production line or a work cell
2. Calculate Takt Time or PCT (Planned Cycle Time)
3. Capture current situation – Work Elements
4. Calculate Process Capacity
5. Analyze Current Situation
6. Kaizen - Implement process improvements
7. Implement Standardized Work
Standardized Work Implementation Steps
M/C # 5
M/C # 3
WIP
R/M
M/C # 4
M/C # 2
M/C # 1
R/M
WIP
WIP
Sequence of Implementation
1.Select Production Line or a Cell
7. Implement Standardized Work
6. Kaizen - process improvements
Created by:
Work Elements
(Working or Walking - Waiting is NOT a work element) # 1 # 2 # 3 # 4 # 5
1 Load cross bar 4.5 3.5 5.5 7.0 4.5 VA 4.5 A lot of walking
2 Load C bracket 6.5 4.5 5.5 5.5 VA 5.5 A lot of walking
3 Insert pins and screws 7.0 6.0 7.0 6.0 VA 6.0 Using both hands
4 Start the machine 1.0 1.0 1.0 1.0 NVW 1.0
Waiting for machine to cycle 7.0 7.0 7.0 7.0 W 7.0 Waiting - 7 seconds
5 Unload C bracket 4.5 10.0 4.5 4.5 VA 4.5 Walk and inspect
6 Unload cross bar 5.0 5.0 4.0 4.0 VA 4.0 Walk and inspect
Total 25.5 30.0 27.5 28.0 25.5
Part Description
PROCESS CAPACITY SHEET
Notes#Best
Time**
Operator Cycle TimesOperator Time Observations
Total Cycle Times Type of
Work*
Line / Section Date
Created by:
# 1 # 2 # 3 # 4 # 5
1 Gear Cut - GC614 34 32 37 33 32 5 28 332 Chamfer - CH228 14 13 12 13 13 6 7 133 Gear Cut - GC 1444 46 43 45 42 43 6 38 444 Gear Cut - GC 1445 35 39 32 37 36 6 30 365 Test - TS1110 10 9 11 11 9 7 3 10
Total 139 136 137 136 133 30 106 136
PROCESS CAPACITY SHEET
Machine
Auto TimeNotesMachine Description#
Machine Cycle
Time*
Machine CapacityMachine Time Observations
Machine Cycle Times Observations Manual
Time
J.F.Gaudette
Machine / Section Date Part Description
Gear Machining 07.03.09 8" Pinion Gear
Machine
4.Calculate Process Capacity
Man
INITIAL OBSERVATION SHEET .
Process Name / Address: Manufacturing Cell D
Date:
04.03.11
Rough Sketch of a Process 1. pattern drtivern onto capanello
2. etsblno momento frinvertp lagunad seca
3. ingotment dfrromgn drafter mondureato
4. picken dtiremnto
5. installatzione drivento
7. wlk away from the unit unt smhmilen
8. ih kinde finito
9. stndo tsrtto forgetito moento
Completed by: Andrew MacPhail Junior
Quality Check SafetyStandard In-Process-
Stock
Operator Cycle Times
Number of Shifts
3
Critical Operation
Observ. # 1 Observ. # 2 Observ. # 3 Observ. # 4 Observ. # 5 C/T
39 42
301020
44 41 45.5 37
7.2
Work Elements
6. test minutorgen
Working Hours per Shift TAKT TIMECustomer Requirements
M/C # 5
M/C # 3
WIP
R/M
M/C # 4
M/C # 2
M/C # 1
R/M
WIP
WIP
3.Capture current situation
2.Calculate TaktTime or PCT
5.Analyze Current Situation
5
10
15
20
25
30
D2 - 26
Takt Time = 27 sec
D2 - 10 D2 - 12 D2 - 14 D2 - 16 D2 - 18 PP - 01 D2 - 01PP - 03
5
10
15
20
25
30
D2 - 26
Takt Time = 27 sec
D2 - 10 D2 - 12 D2 - 14 D2 - 16 D2 - 18 PP - 01 D2 - 01PP - 03
2. Analyze the Current
Situation
1. Clarify the Goal
3. Generate Original
Ideas
4. Develop
Implementation Plan
5. Implement the Plan
6. Evaluate the New
Method
2. Analyze the Current
Situation
1. Clarify the Goal
3. Generate Original
Ideas
4. Develop
Implementation Plan
5. Implement the Plan
6. Evaluate the New
Method
Job Methods Technique
STEP 1 – Break down the Job
List all details of the job exactly as done by the present method. Be sure details include material handling, machine work and manual work
STEP 2 – Question every detail
Why is this necessary? What is its purpose? Where should this be done? When should it be done? Who is best qualified to do it? How is the “best way” to do it?
STEP 3 – Develop the new method
Eliminate Waste and unnecessary details, combine details when practical, rearrange for better sequence, simplify work. Write up your proposed new method.
STEP 4 – Apply the new method
Get final approval of all concerned on safety, quality, quantity, cost. Put the new method to work.
Analyzing the jobTeaching the job
Major Steps - Work Elements
Training within Industry Standardized Work
Capturing current situation
Observe and learn about work process at the cell
Identify Cell layout (boundaries)
Learn about a type of product being produced or service being performed
Identify number of machines/equipment and their functions
Identify which equipment operate automatically and which require
Operators to load and unload parts
Identify number of operators and their responsibilities
Learn about the flow of work and delivery of components
Sequence of Work Elements
Work elements are used to describe the steps (sequence) to operate a machine, assemble a part or change a tool
Work Elements in Standardized Work should be the same as Major Steps on the Job Breakdown sheet (Job Instructions)
Work elements are those which are required to complete a job at a very basic level
By combining work elements in a sequence we are able to complete a whole job
Any job can be broken into a series of elements. When analyzing the contents of an operation it is very important to understand what makes up the most basic elements of a job
Work Elements of the Operation
An element is a fixed amount of work
Upon completion of an element you will have advanced your job in some fashion
You can not complete an operation by doing just one element
You must combine several elements to complete a task
Combining elements leads to a series of actions
Elements can stand alone, but the can also be further subdivided
An element is something you can teach or show
Operator observations
Observe an operation until you fully understand all operator’s movements, motions and sequence
Breakdown each operation into Work Elements.
Identify a Starting point and a Finishing point for each work element
Work Element is the smallest amount of work that can be performed by one person.
Set several work elements into groups substantial enough to time them in seconds
Establish the lowest repeatable time per each work element.
Examples of Work Elements
Good
Paint top of the component
Load the part into tester
Assemble part A to B
Insert the pin
Poor
Assemble all parts - (too broad)
Repair part - (too general)
Pick up the bracket with your left hand and hold it. With your right hand insert a blue pin, be careful – (too complex)
Inspect the part - (no standards)
Capturing current situation
Collect all the information regarding:
Cycle times
Takt Time
Changeovers and changeover times
Values added and non value added activities
Names and types of products and components manufactured at this work cell
Type of service or activity being performed
Observe the Process
Develop rough sketch
List work steps (sequence of work) and work elements
Process Capacity Sheet
Machine Capacity sheet is used to calculate daily production capacity of each machine or equipment of a manufacturing process.
By completing the Machine Capacity Sheet, it is possible to locate the slowest machine (bottleneck) among all the equipment of the manufacturing process.
The slowest process/machine (constraint) will define the process Planned Cycle Time (PCT) and Machine Capacity
The Process Capacity sheet serves as a foundation for preparing a Standardized Work Combination Table.
Operator Work vs Machine Work
If the operator is merely observing machine operation, then that observation is waste (waiting) and should be eliminated.
Cycle times must be separated between work that requires
people and machines to work together – in this case it includes time to
load and unload the machine and
work done by a machine working without human involvement - machine operates automatically
Machine Cycle Time = loading + machine auto cycle + unloading
Worksite Management
Provide training to operators on using Work Standards and Standardized Work
Assure that operators perform tasks in accordance with defined standards
Solicit feedback from operators on effectiveness of standards
Alert engineering and support groups of any problems with standards
Revise standards to reflect all changes made
Maintain and improve existing standards
Supervisors are expected to manage their areas of responsibilities through a use of Work Standards and Standardized Work.
Lean Transformation SolutionsThis presentation is an intellectual property of F.S.P. Consulting Inc.
No parts of this presentation can be copied or reproducedwithout a written permission from:
Marek Piatkowski F.S.P. Consulting Inc.
VM: 416-235-2631Cell: 248-207-0416
